Leadership Styles

Leadership Styles City of Roseville Parks and Recreation Aquatics

Outcomes • Participants will define their own leadership style. • Participants will recognize how leadership styles relate to other styles. • Participants will examine how to adjust or flex their leadership style to become more effective leaders and communicators.

Leaders can have a profound impact on the productivity of their followers based on the style they use to influence others!

The Basic Behavioral Shapers • Natural and learned personal preferences • Personal beliefs (values) • Adaptability (versatility) • Esteem (self worth and self respect)

Directors • Dominant or Driver Style

DirectorsMajor Characteristics • Focused on task • Concerned with use of time • Tough minded & determined • Decide quickly, action oriented • Risk takers • Want to cause results, change & impact • Independent, candid, efficient, thorough

DirectorsInterpersonal Behaviors • Tell oriented • Invade space - “toe to toe & eye to eye” • Appear serious and aloof • May be direct, abrupt & critical • Want to maintain control • Little concern over feelings • Competitive

Adapting to Directors • Get to the point quickly • Start with the “bottom line” • Be specific, clear, candid and frank • Be willing to disagree • Look them in the eye, stand toe to toe • Persuaded by endorsement

The Rule for Directors “Always take them seriously not personally”

Expressives – Influencing Style

ExpressivesMajor Characteristics • Relationship oriented • Prefer to spend time with other people • Fast paced in motion, gesture, and walk • Act on feeling, opinions, hunches, emotion • Decide quickly, risk oriented • Creative and intuitive thinkers • Are often undisciplined with use of time

ExpressivesInterpersonal Behaviors • Sensitive to people, fun to be around • Natural persuaders - tell oriented • Strong eye contact - “touchy feely” • Fun, gregarious and personable • Express opinions & emotions easily • Think faster than they can talk • Can’t say no

Adapting to Expressives • Verbalize your feelings, empathize w/ theirs • Socialize and create small talk • Compliment & praise when appropriate • Don’t argue, look for alternatives • Give them the “big picture” • Follow up agreements in writing • Persuaded by assurances

The Rule for Expressives “Paraphrase and clarify agreements and understandings”

Analyticals – Steadiness Style

AnalyticalsMajor Characteristics • Task oriented • Are disciplined about time • Want facts, figures and information • Accomplish tasks A-Z • Do task accurately and with detail • Indecisive w/o complete information • Logical, orderly, & persistent • Prefer stable environment - get things done

AnalyticalsInterpersonal Behaiviors • Speak quietly and slowly • Appear cool, aloof, guarded, unfriendly • Express opinions tentatively, qualify • Good team players • Inanimate with voice, face and gestures • Appear detached from other’s feelings • Questioners and nit-pickers

Adapting to Analyticals • Talk less, restrain enthusiasm • Think before speaking • Be specific • Be on time • Make decisions & offer opinions on fact • Speak slowly • Choose your words carefully • Persuaded by evidence

The Rule for Analyticals • “Prioritize and timeline the list”

AmiablesCautious & Compliant Style

AmiablesMajor Characteristics • Relationship AND task oriented • “Do it right the first time” • Decide slowly and carefully • Act cautiously, not risk oriented • Are flexible with use of time • Prefer order & precision, rules & policies • Lack of information = procrastination

AmiablesInterpersonal Behaviors • Avoids conflict and anger • Quiet, somewhat critical, exacting • Listen patiently • Concerned with feelings of others • Power over people is unimportant • Are team oriented, silent leaders • Are loyal and trustworthy • Uncomfortable with aggressive people

Adapting to Amiables • Speak less intensely • Persuaded by results • Use indirect eye contact with discipline • Don’t invade their space • Pause and wait for an answer • Less pressure & more time = better decision

The Rule for Amiables Allow time and space for decisions. “Four feet and kick rocks”

Comparing StrengthsSituations requiring...Most to Least • Self Initiative Dr Ex Am An • Enthusiasm Ex Dr An Am • Follow through An Am Dr Ex • Thoroughness Am An Dr Ex

Comparing Stessors & Fears • Directors = Loss of Control • Expressives = Loss of Approval • Analyticals = Loss of Predictability • Amiables = Loss of Personal Privacy

Overuse of Personal Preferences • Directors = Dictating • Expressives = Talking • Analyticals = Agreeing • Amiables = Questioning

Goals andFears • Directors • Goal: Power and control • Fear: Being taken advantage of • Expressives • Goal: Popularity and prestige • Fear: Being rejected or disliked

Goals and Fears • Analyticals • Goal: Appreciation and sincerity • Fear: Being asked to change • Amiables • Goal: Accuracy and precision • Fear: Being criticized, having poor quality

WorstQualities of each Style • Directors - Demanding & Defiant • Expressives - Indiscriminate & Impulsive • Analyticals - Sedentary & Stern • Amiables - Complaining & Callous

Best Qualities of each Style • Directors - Decisive & Directing • Expressives - Impassioned & Involved • Analyticals - Service oriented & Sensible • Amiables - Contemplative & Calculating

Summary - Principle 1 There is no best preference or management style

Summary - Principle 2 All people are motivated by their needs (goals & fears)

Summary - Principle 3 85% of the population demonstrate more than one management style preference

Summary - Principle 4 Two style preferences cannot, at any one time, be equally strong under pressure

Summary – Principle 5 Each personal preference has its own inherent strengths and limitations. However, all preferences have undeveloped potential

Summary - Principle 6 People can become more versatile and adaptable; they can exercise and develop other styles

Final Advice Don’t try to change the other person! Adapt your approach and style to facilitate better communication and understanding

Questions?

Leadership Styles